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American City metropolitan business newspapers reacn 4 million readers each weekwith in-depth coverage of their businessa communities. The loyalty of these readers testifies toAmericajn City's commitment to top-quality journalism, unexcellef service for advertisers and readers, and active business communituy involvement. American City also operates the City Business Journal a national advertisingrepresentative firm, and Biz Books, marketer of hundred s of business book titles. In addition to its businesas newspapers, American City operates Street & Smith's Sportsw Group, which publishes motorsportz periodicals, SportsBusiness Journal, Sports Business and five sports annuals.
American City is the nation'se leading publisher of NASCAR publications which includd NASCAR Sceneand SceneDaily.com. American City also publishes specialty which includea high-tech business a law journal, and Hemmingse Motor News, the "bible" of the collector-car American City is a unit of Advance Publicationz Inc., which also operates Conde Nast Magazines, , Parade magazine, Fairchild Publications, the Golf Digest companies, Newhouss Newspapers and cable television
Saturday, September 29, 2012
Friday, September 28, 2012
The Voice Review: From Disney Stars to Smog Technicians - Poptimal.com
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Poptimal.com | The Voice Review: From Disney Stars to Smog Technicians Poptimal.com One of the things I find most interesting â€" and sometimes bothersome â€" about The Voice is the differing levels of past success from the contestants. For instance, in this week's episodes we had a recent Disney star audition. One of her opponents? A ... |
Thursday, September 27, 2012
BlueCross cuts jobs at Hoover HQ - Birmingham Business Journal:
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The number of impacted employees was notimmediatelyt known, but sources said dozens of positiona were cut among BlueCross’ customeer relations, marketing and data processing The Birmingham Business Journal reported on June 12 the state’sw largest health insurance provider had already cut huma n resource positions and were eyeing more reductions. BlueCross’ claims department personnek attended a June 4 meeting in whicu employees were told only eight jobs were availabld to bid on ina 200-person sources said.
BlueCross managers told employees many businessese are turning to electronic decreasing the need for paper records administered BlueCross did not immediatelty respond to phoneor e-mail messagesx seeking comment on Thursday’s job cuts. Two weeks ago, BlueCrosw said it is “reviewing the scale of our administrative to be properly aligned with its customer base and itscorporatee mission. Without providing specific numberz on anticipatedjob cuts, it said its personnel adjustmentw are in response to declining customere levels. It blamed the recession and the state’s escalating unemploymeng rate for thejob cuts.
In a June 10 e-maileds statement, BlueCross said it is “not immunw to these challenging anddifficult “We too are being affected by the current economic downturn and the doubling of the unemployment rate in Alabama over the last 12 months,” statement read. “Many of our customers have had to reducd their work force and this has resulted in some having to drop theif healthcare coverage.” Alabama’s unemploymeny rate was 9.8 percent in May. It was 4.7 percenyt in May 2008. BlueCrosse of Alabama said it has 3,4090 employees in Alabama. In 2008, BlueCroszs had 3,000 local according to Birmingham BusineszJournal research.
It held 96 percentr of the small business health insurance market in the statein 2007, the most receng data available shows. In 2008, BlueCross reported $4 billion in premium up from $3.5 billion in 2007. Its $28.6 million 2008 net income was 60 percentf lower than in 2007 and resulted in a profift margin of less than one half of1
The number of impacted employees was notimmediatelyt known, but sources said dozens of positiona were cut among BlueCross’ customeer relations, marketing and data processing The Birmingham Business Journal reported on June 12 the state’sw largest health insurance provider had already cut huma n resource positions and were eyeing more reductions. BlueCross’ claims department personnek attended a June 4 meeting in whicu employees were told only eight jobs were availabld to bid on ina 200-person sources said.
BlueCross managers told employees many businessese are turning to electronic decreasing the need for paper records administered BlueCross did not immediatelty respond to phoneor e-mail messagesx seeking comment on Thursday’s job cuts. Two weeks ago, BlueCrosw said it is “reviewing the scale of our administrative to be properly aligned with its customer base and itscorporatee mission. Without providing specific numberz on anticipatedjob cuts, it said its personnel adjustmentw are in response to declining customere levels. It blamed the recession and the state’s escalating unemploymeng rate for thejob cuts.
In a June 10 e-maileds statement, BlueCross said it is “not immunw to these challenging anddifficult “We too are being affected by the current economic downturn and the doubling of the unemployment rate in Alabama over the last 12 months,” statement read. “Many of our customers have had to reducd their work force and this has resulted in some having to drop theif healthcare coverage.” Alabama’s unemploymeny rate was 9.8 percent in May. It was 4.7 percenyt in May 2008. BlueCrosse of Alabama said it has 3,4090 employees in Alabama. In 2008, BlueCroszs had 3,000 local according to Birmingham BusineszJournal research.
It held 96 percentr of the small business health insurance market in the statein 2007, the most receng data available shows. In 2008, BlueCross reported $4 billion in premium up from $3.5 billion in 2007. Its $28.6 million 2008 net income was 60 percentf lower than in 2007 and resulted in a profift margin of less than one half of1
Tuesday, September 25, 2012
Small-business indicators up - Tampa Bay Business Journal:
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Most of the gain in the Index of Small Business Optimism was due to an increass in the numberof small-business owners who expect businesse conditions to improve in the next six Before last month, most small-business owners thoughtf the economy would get worse; now a net 4 percenft think it will get better. More smalp businesses reduced employment than added and NFIB predicts the unemployment rate will stay above 6 percentr in thecoming months. The survey also found weak numbers for capital expendituresz as well as plans for investments innew equipment.
“Whilre Fed policy may be keeping financingcosts low, the weak economhy has reduced the need for expansiom and new equipment, and put pressure on cash inducing owners to postpone discretionary capital outlays,” said NFIB Chief Economisrt William Dunkelberg. Inflation was tied with weak saleas as the biggest problemfacing small-business owners. Only 2 percent said the cost and availabilit of credit was their biggest Consumer bankruptcy filings were up 29 percen in August compared with the same mont h ayear ago, according to the . Consumerse filed 96,413 bankruptcy cases this August — the highesg monthly number since new bankruptcy rules went into effect inOctober 2005.
The changes forced more debtors to pay off more of their Despite thesetougher requirements, there is “q growing trend of U.S. consumers to seek bankruptch as a way out offinancialo problems,” said ABI Executive Directo r Samuel Gerdano. While consumers accounft for mostbankruptcy cases, filings by businesses also were up Business filings totaled 33,882 in the 12-month period that endedr June 30, 2008, a 42 percent increasre over the previous 12-month period. Institutional investors owned 76 percent of the stock ofthe nation’s 1,000 largest corporationxs at the end of 2007, according to a new reporrt by the Conference Board.
That’sa another record high for institutional which are defined aspension funds, investment insurance companies, banks and Twenty years ago, institutional investors ownesd only 47 percent of the stock of the 1,00 0 largest U.S. corporations.
Most of the gain in the Index of Small Business Optimism was due to an increass in the numberof small-business owners who expect businesse conditions to improve in the next six Before last month, most small-business owners thoughtf the economy would get worse; now a net 4 percenft think it will get better. More smalp businesses reduced employment than added and NFIB predicts the unemployment rate will stay above 6 percentr in thecoming months. The survey also found weak numbers for capital expendituresz as well as plans for investments innew equipment.
“Whilre Fed policy may be keeping financingcosts low, the weak economhy has reduced the need for expansiom and new equipment, and put pressure on cash inducing owners to postpone discretionary capital outlays,” said NFIB Chief Economisrt William Dunkelberg. Inflation was tied with weak saleas as the biggest problemfacing small-business owners. Only 2 percent said the cost and availabilit of credit was their biggest Consumer bankruptcy filings were up 29 percen in August compared with the same mont h ayear ago, according to the . Consumerse filed 96,413 bankruptcy cases this August — the highesg monthly number since new bankruptcy rules went into effect inOctober 2005.
The changes forced more debtors to pay off more of their Despite thesetougher requirements, there is “q growing trend of U.S. consumers to seek bankruptch as a way out offinancialo problems,” said ABI Executive Directo r Samuel Gerdano. While consumers accounft for mostbankruptcy cases, filings by businesses also were up Business filings totaled 33,882 in the 12-month period that endedr June 30, 2008, a 42 percent increasre over the previous 12-month period. Institutional investors owned 76 percent of the stock ofthe nation’s 1,000 largest corporationxs at the end of 2007, according to a new reporrt by the Conference Board.
That’sa another record high for institutional which are defined aspension funds, investment insurance companies, banks and Twenty years ago, institutional investors ownesd only 47 percent of the stock of the 1,00 0 largest U.S. corporations.
Monday, September 24, 2012
Secretary Clinton Hails Rejection Of Extremists In Benghazi - NPR (blog)
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Secretary Clinton Hails Rejection Of Extremists In Benghazi NPR (blog) The people of Benghazi sent this message loud and clear on Friday when they forcefully rejected the extremists in their midst and reclaimed the honor of a courageous city. In the streets, they mourned the loss of Ambassador Chris Stevens, a friend and ... |
Sunday, September 23, 2012
Saw Works Brewing Company making a name for itself - Knoxville News Sentinel
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Saw Works Brewing Company making a name for itself Knoxville News Sentinel Saw Works Brewing Company head brewer Dave Ohmer tastes wort, which is a liquid created by steeping grain in hot water, for impurities and to ensure that it has the proper sweetness in the company's brew room at 708 E. Depot Ave. last month. Ohmer ... |
Friday, September 21, 2012
Birmingham Business Journal: HR & Hiring : Business Advice
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Division head Carl finallty had to fix the problemxs in a department run by seniormanager Brenda. He transferre d one supervisor andthree high-rankingf staff members to other departments. He was Once again, he showed that he could be decisivd andclean house. But Carl had consistentlh ignored advice that the department head was a and didn't make the changes necessaryu to keep the problems from resurfacing later. Brenda seemee to be a nice person and asympathetic listener. Like Carl, she had an open-door policy. She invited her supervisors and staff to divulge personal confidences and to share opinions aboutreach other.
But she never resolved the issues that kept them from workingtogether effectively. I discovered a dark side behinr Brenda's behavior. She was both conflict-avoidanyt and passive-aggressive. Acting as a go-between, she carried versionxs of the gossipand bad-mouthiny to other people, but with a twist that increasefd resentment and drove wedges between them. Insteacd of holding her staff accountable for productivity and she reported to Carl that all of them hadmajof problems. To justify her efforts, she said she'fd chatted with her supervisorsand staff, and had encourage them to put their style differences aside.
Carl'sz permissiveness allowed Brenda to create a cultureof conflict-avoidance and passive-aggressiveness that diminished productivith throughout her department. Unprofessional behavior includex back-stabbing, innuendos, rumors and warring cliques, leadingh to widespread paranoiaand over-reactions. including Brenda, tried to look busy while theyavoidesd critical-but-difficult problems and covered their Like Carl, Brenda was a long-term manager with extensive training. She coul d explain what good managere do; she simply never did it. Because she didn't take effective action, complaints spread throughout the division.
Otherf department heads mentioned the complaints to Brenda and eventuallyto Carl. Sporadically, Carl would give Brenda advic e and explainhis expectations. But he nevedr followed up. Carl was shocked when corporate headquarters called him on the carpe t for not being aneffectivde manager. Carl thus was motivatefd to give Brenda a strong talk and amediocrde evaluation. That may sound like effective action, but it Brenda had let thinge slidefor years. She'd been talkedc to before, but she'd alwayas been given promotions when she promisedf todo better.
Carl's lectur e was merely more of the • The best way to help peopler be more productive is to make them happgy by listening to their hurt feelings and being sympathetic in privates and promising to fighyt ontheir side. Brenda's sympathetic listening, but lack of consisteng accountability forprofessional behavior, created a management vacuum that suckedr into it everyone's hostility, nastiness and personal • There are no problem only problem processes. Workshops, clearer descriptionw of processesand expectations, and kindly suggestionsx and hints will cure all misunderstandings.
Well-meanint and intelligent people at all levels in the companyt will put professional behavior and team goale ahead ofpersonal agendas. Carl and Brenda ignorexd the widespread evidence that some peopldsimply didn't like each othefr and wouldn't collaborate, and that for some personal agendas took precedence over company Also, some people behave decently only when they are actually held accountablde by meaningful consequences.
Others won't behave, no matter
Division head Carl finallty had to fix the problemxs in a department run by seniormanager Brenda. He transferre d one supervisor andthree high-rankingf staff members to other departments. He was Once again, he showed that he could be decisivd andclean house. But Carl had consistentlh ignored advice that the department head was a and didn't make the changes necessaryu to keep the problems from resurfacing later. Brenda seemee to be a nice person and asympathetic listener. Like Carl, she had an open-door policy. She invited her supervisors and staff to divulge personal confidences and to share opinions aboutreach other.
But she never resolved the issues that kept them from workingtogether effectively. I discovered a dark side behinr Brenda's behavior. She was both conflict-avoidanyt and passive-aggressive. Acting as a go-between, she carried versionxs of the gossipand bad-mouthiny to other people, but with a twist that increasefd resentment and drove wedges between them. Insteacd of holding her staff accountable for productivity and she reported to Carl that all of them hadmajof problems. To justify her efforts, she said she'fd chatted with her supervisorsand staff, and had encourage them to put their style differences aside.
Carl'sz permissiveness allowed Brenda to create a cultureof conflict-avoidance and passive-aggressiveness that diminished productivith throughout her department. Unprofessional behavior includex back-stabbing, innuendos, rumors and warring cliques, leadingh to widespread paranoiaand over-reactions. including Brenda, tried to look busy while theyavoidesd critical-but-difficult problems and covered their Like Carl, Brenda was a long-term manager with extensive training. She coul d explain what good managere do; she simply never did it. Because she didn't take effective action, complaints spread throughout the division.
Otherf department heads mentioned the complaints to Brenda and eventuallyto Carl. Sporadically, Carl would give Brenda advic e and explainhis expectations. But he nevedr followed up. Carl was shocked when corporate headquarters called him on the carpe t for not being aneffectivde manager. Carl thus was motivatefd to give Brenda a strong talk and amediocrde evaluation. That may sound like effective action, but it Brenda had let thinge slidefor years. She'd been talkedc to before, but she'd alwayas been given promotions when she promisedf todo better.
Carl's lectur e was merely more of the • The best way to help peopler be more productive is to make them happgy by listening to their hurt feelings and being sympathetic in privates and promising to fighyt ontheir side. Brenda's sympathetic listening, but lack of consisteng accountability forprofessional behavior, created a management vacuum that suckedr into it everyone's hostility, nastiness and personal • There are no problem only problem processes. Workshops, clearer descriptionw of processesand expectations, and kindly suggestionsx and hints will cure all misunderstandings.
Well-meanint and intelligent people at all levels in the companyt will put professional behavior and team goale ahead ofpersonal agendas. Carl and Brenda ignorexd the widespread evidence that some peopldsimply didn't like each othefr and wouldn't collaborate, and that for some personal agendas took precedence over company Also, some people behave decently only when they are actually held accountablde by meaningful consequences.
Others won't behave, no matter
Thursday, September 20, 2012
Heelys names TM Advertising exec as CEO - Baltimore Business Journal:
humojo.wordpress.com
Carrollton-based Heelys (Nasdaq: HLYS) confirmerd earlier in the year that former chied executive officer Donald Carroll had resigneed fromhis position. The company did not elaborate on the reasonbehind Carroll’s resignation. Hansen brings three decades of experiencs in product development and Inhis career, Hansen has created advertisinf campaigns for major including Hallmark, McDonald’s and Miller Brewinh Co. At TM, he was the creativwe force behind campaigns for andthe ’ “Ws Know Why You Fly” campaign. Gary Martin, chairmanb of the board, said “Tom is a perfect fit for Heelys.
In addition to his creative passion, he is a provejn executive with experience both buildinb and restoring operations to their We recognize that this is a challengingt retail environment for any but the board believes in Tom and his abilith to restoreshareholder value.”
Carrollton-based Heelys (Nasdaq: HLYS) confirmerd earlier in the year that former chied executive officer Donald Carroll had resigneed fromhis position. The company did not elaborate on the reasonbehind Carroll’s resignation. Hansen brings three decades of experiencs in product development and Inhis career, Hansen has created advertisinf campaigns for major including Hallmark, McDonald’s and Miller Brewinh Co. At TM, he was the creativwe force behind campaigns for andthe ’ “Ws Know Why You Fly” campaign. Gary Martin, chairmanb of the board, said “Tom is a perfect fit for Heelys.
In addition to his creative passion, he is a provejn executive with experience both buildinb and restoring operations to their We recognize that this is a challengingt retail environment for any but the board believes in Tom and his abilith to restoreshareholder value.”
Tuesday, September 18, 2012
ESPN ranks Hurricanes as 2nd best sports franchise - Triangle Business Journal:
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The Canes’ first playoff run in three yearsw helped push the team up 15 spotws on the annual Ultimate SportsTeamse list, which ranks teams based on how well they “givee back to the fans in exchange for all the time, money and emotionj the fans invest in them.” Amonfg NHL teams, the Hurricanes claimeds the No. 1 spot. . • How efficiently the team has convertesd money from their fans into victories on the courtor ice. Carolina placed No. 3 in this • How loyal the franchise’s ownershil and management has been to core players andthe (No. 10) • The price of tickets, parking and concessions. (No. 10) The quality of the team’s stadiumm and promotions.
(No. 4) • The strength of on-field leadership and coaching. (No. 37) • The numberf of championships won or likely to be won durinbthe fan’s lifetime. (No. 4) How much effort players put in to the game and how likabl they are offthe field. (No. 15) And how open the players, coachesa and management are tothe (No. 6) While the Canes didn’t place No. 1 in any particulafr category, their combined score put them behind only thebaseball club. This is the highest the Canes have rankexd in theannual poll, whicyh has been conducted since 2003. The Canes ranked 17th in 2008 and 10thin 2007.
No NHL teamz were included in the 2005 and 2006 rankingsz because ofthe league’s lockout, but the Canes came in 65th in 2004 and 18th in 2003. To see the full .
The Canes’ first playoff run in three yearsw helped push the team up 15 spotws on the annual Ultimate SportsTeamse list, which ranks teams based on how well they “givee back to the fans in exchange for all the time, money and emotionj the fans invest in them.” Amonfg NHL teams, the Hurricanes claimeds the No. 1 spot. . • How efficiently the team has convertesd money from their fans into victories on the courtor ice. Carolina placed No. 3 in this • How loyal the franchise’s ownershil and management has been to core players andthe (No. 10) • The price of tickets, parking and concessions. (No. 10) The quality of the team’s stadiumm and promotions.
(No. 4) • The strength of on-field leadership and coaching. (No. 37) • The numberf of championships won or likely to be won durinbthe fan’s lifetime. (No. 4) How much effort players put in to the game and how likabl they are offthe field. (No. 15) And how open the players, coachesa and management are tothe (No. 6) While the Canes didn’t place No. 1 in any particulafr category, their combined score put them behind only thebaseball club. This is the highest the Canes have rankexd in theannual poll, whicyh has been conducted since 2003. The Canes ranked 17th in 2008 and 10thin 2007.
No NHL teamz were included in the 2005 and 2006 rankingsz because ofthe league’s lockout, but the Canes came in 65th in 2004 and 18th in 2003. To see the full .
Monday, September 17, 2012
B.Naranbat : “Unless we formulate a reformed policy and implement it, the ... - UB Post
idozxun.blogspot.com
UB Post | B.Naranbat : “Unless we formulate a reformed policy and implement it, the ... UB Post B.Naranbat : “Unless we formulate a reformed policy and implement it, the manufacturing sector of Mongolia will soon be abandonedâ€. By M.ZOLJARGAL. Below is an interview with B.Naranbat who is an economist undertaking a PhD at Tohoku University. |
Sunday, September 16, 2012
OPAS attracted a vast spectrum of acts to B-CS - Bryan College Station Eagle
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OPAS attracted a vast spectrum of acts to B-CS Bryan College Station Eagle OPAS attracted a vast spectrum of acts to B-CS · OPAS attracted a vast spectrum of acts to B-CS. Season 17 of MSC OPAS (1989-90) was memorable for several reasons. As with all OPAS years, Season 17 brought acclaimed artists and performers to the. |
Friday, September 14, 2012
Cincinnati library to ask for tax levy - Business Courier of Cincinnati:
houston-nearly.blogspot.com
The library is seeking approval to placethe 5-year, 1 mill levy on the saying in a news release that it facex a $10 million shortfall in 2010. “We are now in survival mode,” said Elizabeth board president, in the “Without the additional funds a levywoulds provide, we will be forced to severelty reduce our services, including closure of 15-20 Funding from the state of Ohio has fallenj more than 20 percent since 2000, the library adding that since then it has reduced hours by 10 percent, cut staffin by 18.5 percent and postponed capital spending. The library currentlt doesn’t receive any funding from the city orHamiltoj County.
If approved by a county’s tax levy the levy will be on the ballof forthe Nov. 3 general election. The Publid Library of Cincinnati and Hamilton based downtown, has 40 locations in the city and county and a collection of more than 9.5 million
The library is seeking approval to placethe 5-year, 1 mill levy on the saying in a news release that it facex a $10 million shortfall in 2010. “We are now in survival mode,” said Elizabeth board president, in the “Without the additional funds a levywoulds provide, we will be forced to severelty reduce our services, including closure of 15-20 Funding from the state of Ohio has fallenj more than 20 percent since 2000, the library adding that since then it has reduced hours by 10 percent, cut staffin by 18.5 percent and postponed capital spending. The library currentlt doesn’t receive any funding from the city orHamiltoj County.
If approved by a county’s tax levy the levy will be on the ballof forthe Nov. 3 general election. The Publid Library of Cincinnati and Hamilton based downtown, has 40 locations in the city and county and a collection of more than 9.5 million
Thursday, September 13, 2012
PNM given nod to raise rates - New Mexico Business Weekly:
ejoxot.wordpress.com
The New Mexico Public Regulatiomn Commission on Thursday approveda $77.1 million increased of non-fuel base electric revenued for PNM. The increase will be implemented in two phasees startingJuly 1. For the averagwe residential PNM customer, the 9.7 percent increase equals $4.71, said PNM spokeswoman Susan Sponar. The first part of the hike in averaging $2.11 per month, goes into effect July 1. The seconds raise, averaging $2.60 per residential customer, will show up on the Apri l 2010PNM bills. The Commission’s approval was the resulft of an agreement, or stipulation, reached earliefr this year.
The Commission’s order also allows PNM’w continued use of a fuel and purchasefd power costadjustment clause, or FPPCAC, with certain The approved stipulated ratew result in an implied retur on equity of 10.5 percent on a rate base of $1.5 according to a news release. The prepared statement from PNM’s parent, (NYSE: PNM), reported that the new ratex are expected to improve 2009consolidated after-tax earnings by approximately $11.e million, or $0.12 per diluted share.
“Reaching an agreemengt and obtaining Commission approval regardintg this rate increase is the latesft step in our ongoing effortd to ensure adequate recoveryof PNM’x costs and restoring shareholder said Jeff Sterba, PNM Resources chairman and CEO. “Moving PNM must continually ensurre its rates are aligned withservice costs. We have launchee numerous initiatives to help customers save money and manag e our expenses while preparin for a future that will have additional renewableenergy resources, rising fuel costs and limits on green-housee gas emissions.
” On Tuesday, the PRC gave the nod to anothefr stipulation that allows PNM to designate the Luna Energu Facility and the Lordsburg Generating Station as jurisdictionao plants to serve retail Moving those plants from PNM’se merchant fleet to the retail portfolio, rather than buildint new facilities, PNM says will save its customers more than $140 millioj during the next 20 years.
The New Mexico Public Regulatiomn Commission on Thursday approveda $77.1 million increased of non-fuel base electric revenued for PNM. The increase will be implemented in two phasees startingJuly 1. For the averagwe residential PNM customer, the 9.7 percent increase equals $4.71, said PNM spokeswoman Susan Sponar. The first part of the hike in averaging $2.11 per month, goes into effect July 1. The seconds raise, averaging $2.60 per residential customer, will show up on the Apri l 2010PNM bills. The Commission’s approval was the resulft of an agreement, or stipulation, reached earliefr this year.
The Commission’s order also allows PNM’w continued use of a fuel and purchasefd power costadjustment clause, or FPPCAC, with certain The approved stipulated ratew result in an implied retur on equity of 10.5 percent on a rate base of $1.5 according to a news release. The prepared statement from PNM’s parent, (NYSE: PNM), reported that the new ratex are expected to improve 2009consolidated after-tax earnings by approximately $11.e million, or $0.12 per diluted share.
“Reaching an agreemengt and obtaining Commission approval regardintg this rate increase is the latesft step in our ongoing effortd to ensure adequate recoveryof PNM’x costs and restoring shareholder said Jeff Sterba, PNM Resources chairman and CEO. “Moving PNM must continually ensurre its rates are aligned withservice costs. We have launchee numerous initiatives to help customers save money and manag e our expenses while preparin for a future that will have additional renewableenergy resources, rising fuel costs and limits on green-housee gas emissions.
” On Tuesday, the PRC gave the nod to anothefr stipulation that allows PNM to designate the Luna Energu Facility and the Lordsburg Generating Station as jurisdictionao plants to serve retail Moving those plants from PNM’se merchant fleet to the retail portfolio, rather than buildint new facilities, PNM says will save its customers more than $140 millioj during the next 20 years.
Wednesday, September 12, 2012
49ers-Packers: Randy Moss, Charles Woodson bring veteran star power - San Jose Mercury News
kittredgeihuhyla1951.blogspot.com
San Francisco Chronicle | 49ers-Packers: Randy Moss, Charles Woodson bring veteran star power San Jose Mercury News SANTA CLARA â€" Randy Moss lines up wide for the 49ers, sprints down Lambeau Field with surprisingly familiar speed and leaps high for a pass against one-time Raiders teammate Charles Woodson. It could happen in Sunday's season o pener at Green ... Preview: Packers vs. 49ers |
Monday, September 10, 2012
Warren Buffett sells remaining Constellation shares - Denver Business Journal:
adepylex.blogspot.com
Buffett, his company (NYSE: BRK.A, and that company’s subsidiary , are each no longer stockholders inConstellatiojn (NYSE: CEG), according to a form with the Securities and Exchangwe Commission filed Monday. They have been slowlyt divesting the stock over the past weeks and owning 7.3 percent in February and 6.3 percenft last month. The sale ends the relationshil between the investor and one of two Fortunr 500 companies inBaltimore Iowa-based MidAmerican got a 10 percent stake in Constellatiomn when its $4.7 billion bid for the company made in September was rejected three months late.
That offer came after a cash cruncn led to a steep declinein Constellation’es stock price over several days and some investore feared bankruptcy. Constellation spurned the offet in favor of a deal tosell 49.99 percent of its nuclear business for $4.5 billion to Frencjh firm , which had also been in the biddingh for the company in September. For the Constellation had to pay $175 million in breakup fees and $418 millionm for stocks. It also had to repau a $1 billion loan from Buffett with 14 percent interest. A decision on whether the deal with EDF requiree Maryland approval is expected ina week. The deal is expectedc to closethis fall.
Buffett, his company (NYSE: BRK.A, and that company’s subsidiary , are each no longer stockholders inConstellatiojn (NYSE: CEG), according to a form with the Securities and Exchangwe Commission filed Monday. They have been slowlyt divesting the stock over the past weeks and owning 7.3 percent in February and 6.3 percenft last month. The sale ends the relationshil between the investor and one of two Fortunr 500 companies inBaltimore Iowa-based MidAmerican got a 10 percent stake in Constellatiomn when its $4.7 billion bid for the company made in September was rejected three months late.
That offer came after a cash cruncn led to a steep declinein Constellation’es stock price over several days and some investore feared bankruptcy. Constellation spurned the offet in favor of a deal tosell 49.99 percent of its nuclear business for $4.5 billion to Frencjh firm , which had also been in the biddingh for the company in September. For the Constellation had to pay $175 million in breakup fees and $418 millionm for stocks. It also had to repau a $1 billion loan from Buffett with 14 percent interest. A decision on whether the deal with EDF requiree Maryland approval is expected ina week. The deal is expectedc to closethis fall.
Sunday, September 9, 2012
Nonprofits prepare for a share of broadband stimulus funds - South Florida Business Journal:
ysynut.wordpress.com
billion of the American Recovery and Reinvestmentf Act allocated to provide broadband access to unserved and underserved populationd acrossthe nation, the region’s nonprofits are scramblingb to bring a share to South Though the federal government hasn’t decided the rules for disbursin g the money, advocates have been strategizing for months on ways to bridge the digital divide and increase the region’sz competitiveness by completing new projects and expanding existing ones.
But, getting South Florida full wired won’t be With ideas ranging from providintg free broadband access for disadvantaged students to putting government agencies ona single, high-speexd network and outfitting emergency responders with mobilse Wi-Fi, the challenge is to pursue thoses initiatives most likely to succeed. One existingy program hoping to capitalizse on stimulus money isFloridsa LambdaRail, a Tallahassee-based nonprofit cooperative of education and research organizations that sharee a broadband connection, which allows them to save , , , and use the ultra-fasgt LambdaRail, but the cooperative is looking to expandc its services to benefit otherr nonprofit agencies, CEO Phil Halstead There are too many unserved or underserved peopl e in Florida, he said, notingb many institutions could streamlinr costs and increase speed by using “The state is seeking a vision,” Halstead said.
“We’rse trying to create an Eisenhower interstate system for Tothat end, LambdaRaill is to host a “broadband at FAU on June 16. The summit will brinb together technology chiefs to study ways to expand use of the Questions of how to get stimulus money and what to do with it will loom largde overthe summit, Halstea d said. The $7.2 billion up for grabs for broadbanf will be split betweenthe U.S. ($4.76 billion) and the ($2.5 billion), said Lind a Fuchs, Gov.
Charlie Crist’s deputy coordinator for stimulus The Agriculture funds are supposed to target rural populations, while the Commerce money will be a little more Even so, Fuchs cautionefd that the federal government is still deciding how to distribute the money. It is unknown whethed funds will go throughthe states, as is the case with transportatiob stimulus money, or directly to local applicants. And, unlikre the transportation funds, broadband money will be doledeout competitively. In other words, Sout Florida may not see a dime, Fuchs said. To maximizd their chances, each county has a nonprofit agencymaking plans.
The Miami-Dads Broadband Coalition developed a working proposalin December, said Kim chairwoman of the coalition’s interim executive There was about $200 million worth of need identified, she One idea under consideration is to expands Elevate Miami, a city of Miami program that targetsd the county’s underserved. Another possibility is providing low- or no-cosg broadband access for the homes of disadvantaged The coalition would also like to creata “telemedicine network” in county allowing doctors to examine studentws through video conferencing, Marcille said.
In Broward, countyt organizations could reduce waste by consolidating on a shared broadband pipe, instead of paying for servicess separately, said Phyllis Schiffer-Simon, president of a nonprofit digital advocacy group. “We’d be creatingb our own network.” OneBroward’s working proposals woul cost about $25 million, Schiffer-Simon Chuck Spalding, project manager for the Palm Beach Broadband cooperative, said the county could use stimulus monehy to provide free Wi-Fik access to the homes of disadvantaged students. Another idea is to link governmentt and nonprofit agencies in rural areasx to acentral network, such as the LamdbaRail.
“Wr can provide them with dramatically increasesd bandwidth over what they currentl y have atabout one-thirdf the cost,” he
billion of the American Recovery and Reinvestmentf Act allocated to provide broadband access to unserved and underserved populationd acrossthe nation, the region’s nonprofits are scramblingb to bring a share to South Though the federal government hasn’t decided the rules for disbursin g the money, advocates have been strategizing for months on ways to bridge the digital divide and increase the region’sz competitiveness by completing new projects and expanding existing ones.
But, getting South Florida full wired won’t be With ideas ranging from providintg free broadband access for disadvantaged students to putting government agencies ona single, high-speexd network and outfitting emergency responders with mobilse Wi-Fi, the challenge is to pursue thoses initiatives most likely to succeed. One existingy program hoping to capitalizse on stimulus money isFloridsa LambdaRail, a Tallahassee-based nonprofit cooperative of education and research organizations that sharee a broadband connection, which allows them to save , , , and use the ultra-fasgt LambdaRail, but the cooperative is looking to expandc its services to benefit otherr nonprofit agencies, CEO Phil Halstead There are too many unserved or underserved peopl e in Florida, he said, notingb many institutions could streamlinr costs and increase speed by using “The state is seeking a vision,” Halstead said.
“We’rse trying to create an Eisenhower interstate system for Tothat end, LambdaRaill is to host a “broadband at FAU on June 16. The summit will brinb together technology chiefs to study ways to expand use of the Questions of how to get stimulus money and what to do with it will loom largde overthe summit, Halstea d said. The $7.2 billion up for grabs for broadbanf will be split betweenthe U.S. ($4.76 billion) and the ($2.5 billion), said Lind a Fuchs, Gov.
Charlie Crist’s deputy coordinator for stimulus The Agriculture funds are supposed to target rural populations, while the Commerce money will be a little more Even so, Fuchs cautionefd that the federal government is still deciding how to distribute the money. It is unknown whethed funds will go throughthe states, as is the case with transportatiob stimulus money, or directly to local applicants. And, unlikre the transportation funds, broadband money will be doledeout competitively. In other words, Sout Florida may not see a dime, Fuchs said. To maximizd their chances, each county has a nonprofit agencymaking plans.
The Miami-Dads Broadband Coalition developed a working proposalin December, said Kim chairwoman of the coalition’s interim executive There was about $200 million worth of need identified, she One idea under consideration is to expands Elevate Miami, a city of Miami program that targetsd the county’s underserved. Another possibility is providing low- or no-cosg broadband access for the homes of disadvantaged The coalition would also like to creata “telemedicine network” in county allowing doctors to examine studentws through video conferencing, Marcille said.
In Broward, countyt organizations could reduce waste by consolidating on a shared broadband pipe, instead of paying for servicess separately, said Phyllis Schiffer-Simon, president of a nonprofit digital advocacy group. “We’d be creatingb our own network.” OneBroward’s working proposals woul cost about $25 million, Schiffer-Simon Chuck Spalding, project manager for the Palm Beach Broadband cooperative, said the county could use stimulus monehy to provide free Wi-Fik access to the homes of disadvantaged students. Another idea is to link governmentt and nonprofit agencies in rural areasx to acentral network, such as the LamdbaRail.
“Wr can provide them with dramatically increasesd bandwidth over what they currentl y have atabout one-thirdf the cost,” he
Friday, September 7, 2012
Tough times? Phillips Edison goes full bore - Kansas City Business Journal:
adamovaichive.blogspot.com
This is the finding of The Sycamore Township-based property owner, which redevelops grocery-anchored shopping took an art-of-war approach to pre-emptin g the recession. The firm paid down millions in niched its leasing team to focus on specifi c growthareas – leasing parking lots for Christmas tree for example – and applied its chief talengt to the 40 properties with the most growth The result is more than 1 milliobn square feet of lease space either signed or in the pipelinee this year, as emerging discountere – from Dollar Tree to off-price grocers – snap up vacant Phillips Edison has reduced the time it takes to turn arounde a lease by about 30 percent, and it accelerated its retentioj rate by about 18 “Since the last part of 2008 and into ‘09, we have the bigges pipeline and we’ve done more leasinhg than we’ve ever done,” said Mark chief operating officer at Phillips Edison.
“A lot of theswe discount merchants are really taking this Within the nexttwo years, Addy expects Phillipws Edison to purchase hundreds of millions of dollarsa in new properties nationally, especiallh out West. But in Cincinnati alone, therwe look to be good deals. In 27 retail structures sold in the GreatefrCincinnati area, for an average pric of $68.63 per square foot, according to the real estatwe research firm , in Bethesda, Md. That compareds with 56 transactionsin 2007, at an averaged $99.37 per square foot.
“Retail sales on an aggregatr basis are 10 percent lowert today than they were ayear ago,” said Davids Brennan, co-director of the Institute for Retailiny Excellence at the in Minnesota. Yet retail square footage from 1990 to 2008 expanded to 21 square feet per from 14square feet. “It’s going to take time to recyclee the existing realestate that’s out Brennan said. “It’s reall a buyer’s market.” Phillips Edison, which operatesz 240 shopping centers in36 states, handled 735 lease transactionx in 2008, and it signedx about 1.1 million square feet of new leasecd space.
Still, its retail square footage is down almost 4 percentf fromearly 2008, thanks to retail bankruptcies, retention issuese and fewer new stores. Sixty percent to 70 percent of the tenants whose leases are cominfg up for renewal are asking for some kind of rent Addy said. These challenges, combined with increasecd bankruptcies, caused Phillips Edison to launcyh a seriesof efforts: • Debt reduction: In the past 60 Phillips Edison paid down its debt obligations by $20 As a result, no significant loan maturities will be due before July 2011.
The idea was to eliminatre the pressures of thedebt market, Addy “If you have financing coming due, it’s really goingg to prohibit you from doinh what you want as a growing company.” Tailored leasing: Phillips Edison assignesd its two most experienced leasing agentds to handle nothing but leasee renewals for its roughly 3,200 tenants (15 percent of whoses leases are up each year). The The agents start working with tenants a full year in Phillips also assigned two people to handled all of its100 out-parcels, such as restaurantsw and ATMs.
• Temporary users: Phillips charger its property management grouo with focusing on tenants that use parking lots for fireworks carnivals orcar shows, and as a result expects $1 million in added sales. This does not factor in the benefits of theadded (The property management group, meanwhile, is operatinh at almost 30 percent undetr budget.) • Mission Possible 20/20: Phillips entruster its most senior staff with leasing the 40 properties in its two portfolios with the greates t upside (vacancy). The logicf is that those properties could generatw 50 percent of the opportunities for thetota portfolios.
Staff are rewarded by the sounrd of a cowbell when they makea deal, “jean Fridays” and a chance to win up to $10,00o0 for a Rolex watch when the lease year ends in With these efforts, Phillips has since October landeds nine new big-box reduced its lease turnaround time to 3.6 days from five days and increasedd retention to 83 percent from 65 percent. The firm expectd to lease 2 million square feetthis year, with 620,000p square feet signed and an additional 500,000 in the 45- to 60-daty pipeline.
And it expects to purchase $300 million in spacer the next 18 months totwo years, seekingb what Addy describes as centerxs with supermarket anchors that are of a littlde higher quality. In time, Addy does expecyt consumers to come backto spending, though slowly, as credit markets ease up incrementally. “I thinki the recession we’re in righrt now had an impact on the consumer that franklyt none of us hasever seen,” he “But people do have a short memory, and they can fall back into that It’s going to have to find a sense of
This is the finding of The Sycamore Township-based property owner, which redevelops grocery-anchored shopping took an art-of-war approach to pre-emptin g the recession. The firm paid down millions in niched its leasing team to focus on specifi c growthareas – leasing parking lots for Christmas tree for example – and applied its chief talengt to the 40 properties with the most growth The result is more than 1 milliobn square feet of lease space either signed or in the pipelinee this year, as emerging discountere – from Dollar Tree to off-price grocers – snap up vacant Phillips Edison has reduced the time it takes to turn arounde a lease by about 30 percent, and it accelerated its retentioj rate by about 18 “Since the last part of 2008 and into ‘09, we have the bigges pipeline and we’ve done more leasinhg than we’ve ever done,” said Mark chief operating officer at Phillips Edison.
“A lot of theswe discount merchants are really taking this Within the nexttwo years, Addy expects Phillipws Edison to purchase hundreds of millions of dollarsa in new properties nationally, especiallh out West. But in Cincinnati alone, therwe look to be good deals. In 27 retail structures sold in the GreatefrCincinnati area, for an average pric of $68.63 per square foot, according to the real estatwe research firm , in Bethesda, Md. That compareds with 56 transactionsin 2007, at an averaged $99.37 per square foot.
“Retail sales on an aggregatr basis are 10 percent lowert today than they were ayear ago,” said Davids Brennan, co-director of the Institute for Retailiny Excellence at the in Minnesota. Yet retail square footage from 1990 to 2008 expanded to 21 square feet per from 14square feet. “It’s going to take time to recyclee the existing realestate that’s out Brennan said. “It’s reall a buyer’s market.” Phillips Edison, which operatesz 240 shopping centers in36 states, handled 735 lease transactionx in 2008, and it signedx about 1.1 million square feet of new leasecd space.
Still, its retail square footage is down almost 4 percentf fromearly 2008, thanks to retail bankruptcies, retention issuese and fewer new stores. Sixty percent to 70 percent of the tenants whose leases are cominfg up for renewal are asking for some kind of rent Addy said. These challenges, combined with increasecd bankruptcies, caused Phillips Edison to launcyh a seriesof efforts: • Debt reduction: In the past 60 Phillips Edison paid down its debt obligations by $20 As a result, no significant loan maturities will be due before July 2011.
The idea was to eliminatre the pressures of thedebt market, Addy “If you have financing coming due, it’s really goingg to prohibit you from doinh what you want as a growing company.” Tailored leasing: Phillips Edison assignesd its two most experienced leasing agentds to handle nothing but leasee renewals for its roughly 3,200 tenants (15 percent of whoses leases are up each year). The The agents start working with tenants a full year in Phillips also assigned two people to handled all of its100 out-parcels, such as restaurantsw and ATMs.
• Temporary users: Phillips charger its property management grouo with focusing on tenants that use parking lots for fireworks carnivals orcar shows, and as a result expects $1 million in added sales. This does not factor in the benefits of theadded (The property management group, meanwhile, is operatinh at almost 30 percent undetr budget.) • Mission Possible 20/20: Phillips entruster its most senior staff with leasing the 40 properties in its two portfolios with the greates t upside (vacancy). The logicf is that those properties could generatw 50 percent of the opportunities for thetota portfolios.
Staff are rewarded by the sounrd of a cowbell when they makea deal, “jean Fridays” and a chance to win up to $10,00o0 for a Rolex watch when the lease year ends in With these efforts, Phillips has since October landeds nine new big-box reduced its lease turnaround time to 3.6 days from five days and increasedd retention to 83 percent from 65 percent. The firm expectd to lease 2 million square feetthis year, with 620,000p square feet signed and an additional 500,000 in the 45- to 60-daty pipeline.
And it expects to purchase $300 million in spacer the next 18 months totwo years, seekingb what Addy describes as centerxs with supermarket anchors that are of a littlde higher quality. In time, Addy does expecyt consumers to come backto spending, though slowly, as credit markets ease up incrementally. “I thinki the recession we’re in righrt now had an impact on the consumer that franklyt none of us hasever seen,” he “But people do have a short memory, and they can fall back into that It’s going to have to find a sense of
Thursday, September 6, 2012
Orinda, Octagon plan loft/retail conversion - Dallas Business Journal:
lihung-associations.blogspot.com
Atlanta-based and Charlotteville, Va.-based reported thei r plans for the propertyy at 222Mitchell Street, but they did not disclose financiap terms of the deal. The 350,000-square-foot structure was built in stagese from 1929 to 1979on 2.1 acres and occupies the entir e city block bounded by Spring, Forsyth, Mitchell and Nelsobn Streets. Orinda and Octagon will converg the property into a rental buildin with 205 loft units and morethan 70,000 squarer feet of commercial Occupancy is expected in January 2011.
“The redevelopment of 222 Mitchello Street into rental lofts and retail space will play a significanf role in the rebirth of this part ofdowntowh Atlanta,” said Dillon Baynes, president of in a statement. “We’re certain that living at 222 Mitchellk Street will appeal to young professionals who work as well as tocollegew students, especially those who already attend one of the many fine institutionzs in the area, such as Georgia Stats University, Spelman, Morehouse, Clark Atlant University and Georgia Tech.
”
Atlanta-based and Charlotteville, Va.-based reported thei r plans for the propertyy at 222Mitchell Street, but they did not disclose financiap terms of the deal. The 350,000-square-foot structure was built in stagese from 1929 to 1979on 2.1 acres and occupies the entir e city block bounded by Spring, Forsyth, Mitchell and Nelsobn Streets. Orinda and Octagon will converg the property into a rental buildin with 205 loft units and morethan 70,000 squarer feet of commercial Occupancy is expected in January 2011.
“The redevelopment of 222 Mitchello Street into rental lofts and retail space will play a significanf role in the rebirth of this part ofdowntowh Atlanta,” said Dillon Baynes, president of in a statement. “We’re certain that living at 222 Mitchellk Street will appeal to young professionals who work as well as tocollegew students, especially those who already attend one of the many fine institutionzs in the area, such as Georgia Stats University, Spelman, Morehouse, Clark Atlant University and Georgia Tech.
”
Wednesday, September 5, 2012
Syria rebel-captured town Azaz lies mostly in ruins - Los Angeles Times
tenamup.wordpress.com
NPR | Syria rebel-captured town Azaz lies mostly in ruins Los Angeles Times Like Azaz, many rebel-held towns in northwestern Syria are depopulated and heavily damaged. Refugees filter through Azaz on their way to safety in Turkey. A heavily guarded military base, still under the control of Assad's forces, is only about 10 ... Under The Shadow Of Jets, A Syrian Town Presses On Syria rebels besiege town on Turkey border Syrian Rebels Attack Pro-Assad Town on Turkey Border |
Monday, September 3, 2012
Rare Infection Prompts Neti Pot Warning - New York Times (blog)
evlampiyacyxybyw.blogspot.com
New York Times (blog) | Rare Infection Prompts Neti Pot Warning New York Times (blog) But now, after two cases of a deadly brain infection were linked to neti pots, government health officials have issued new warnings about using them safely. The Food and Drug Administration last month reported on two cases in Louisiana in which ... |
Sunday, September 2, 2012
Delta inks $12B partnership with Air France/KLM - Minneapolis / St. Paul Business Journal:
cahijisebi.wordpress.com
The trans-Atlantic alliance between the world’ws largest carrier (NYSE: DAL) and Europe’s largest airlinre group will offer more flight better scheduling and morecompetitive fares, the carriers said in a joingt announcement from Paris. The $12 billion revenud figure is based on flights operatedfby Delta, KLM, Air France to respectivde hubs, plus connecting service. The deal bolsters the strengty of the alliance against competing joint venturesand . Deltsa signed a joint venture deal with Air France in 2007. , which Delta acquired last October, has been a partnefr with KLM since 1997.
The new partnership represents a quarterr ofall trans-Atlantic air service, the carriers Delta and Air France/KLM will coordinate as a singlee carrier on trans-Atlantic The pact includes routes between North America and North America and Africa, Europe and Lati America (where Delta is particularly strong) and the Middle East and the carriers said. Flights between the U.S. and the European Unioj will be “mutually code-shared” where the carriers said.
"Thed structure of this joint in which we operate as a singlse business where we consensually develol our strategies and share revenues and provides the incentives for us to collaborate in a way that generated benefitsfor customers, shareholders and employeeas of our three airlines," Delta CEO Richard Anderson said in a "Customers will benefit from the unique scopw and choices we will offer, while shareholderws and employees will benefit from the strongeer competitive and financial position of our respective The carriers said the venture will increase the visibilitty through coordinated marketing of all three airlines across 400-plus airportd worldwide, and the respective brands will link at Northj American and European ports.
"This strategic partnershil puts us in a good position compareed with othermajor alliances, which are extremelyh active on the world's leading long-haul market. By integratinbg our trans-Atlantic operations, we will give our passengerws whatthey desire: more more frequencies, more convenient flight schedulee and superior customer service," Pierre-Henri Gourgeon, president and CEO of Air Francse KLM, said in a news release. "By optimizinbg the use of our pooled resources, this joint venturse will help us weather the current economic situation and protecft ourproduct offering.
" All three carrierse will govern the new alliance collectively, with work groupw created to manage such aspects as revenue, sales frequent flyer programs, advertising, cargo and The new deal does not have a set end but can be terminated with a three-year notice after the firs t ten years. The partnership includes a network of more than 200daily flights. Flights are structured around six main hubsin Atlanta, Detroit, Minneapolis/St. Paul, New York and Paris, as well as Delta’sw Cincinnati, Memphis and Salt Lake City basea andAir France’s Lyon hub.
The trans-Atlantic alliance between the world’ws largest carrier (NYSE: DAL) and Europe’s largest airlinre group will offer more flight better scheduling and morecompetitive fares, the carriers said in a joingt announcement from Paris. The $12 billion revenud figure is based on flights operatedfby Delta, KLM, Air France to respectivde hubs, plus connecting service. The deal bolsters the strengty of the alliance against competing joint venturesand . Deltsa signed a joint venture deal with Air France in 2007. , which Delta acquired last October, has been a partnefr with KLM since 1997.
The new partnership represents a quarterr ofall trans-Atlantic air service, the carriers Delta and Air France/KLM will coordinate as a singlee carrier on trans-Atlantic The pact includes routes between North America and North America and Africa, Europe and Lati America (where Delta is particularly strong) and the Middle East and the carriers said. Flights between the U.S. and the European Unioj will be “mutually code-shared” where the carriers said.
"Thed structure of this joint in which we operate as a singlse business where we consensually develol our strategies and share revenues and provides the incentives for us to collaborate in a way that generated benefitsfor customers, shareholders and employeeas of our three airlines," Delta CEO Richard Anderson said in a "Customers will benefit from the unique scopw and choices we will offer, while shareholderws and employees will benefit from the strongeer competitive and financial position of our respective The carriers said the venture will increase the visibilitty through coordinated marketing of all three airlines across 400-plus airportd worldwide, and the respective brands will link at Northj American and European ports.
"This strategic partnershil puts us in a good position compareed with othermajor alliances, which are extremelyh active on the world's leading long-haul market. By integratinbg our trans-Atlantic operations, we will give our passengerws whatthey desire: more more frequencies, more convenient flight schedulee and superior customer service," Pierre-Henri Gourgeon, president and CEO of Air Francse KLM, said in a news release. "By optimizinbg the use of our pooled resources, this joint venturse will help us weather the current economic situation and protecft ourproduct offering.
" All three carrierse will govern the new alliance collectively, with work groupw created to manage such aspects as revenue, sales frequent flyer programs, advertising, cargo and The new deal does not have a set end but can be terminated with a three-year notice after the firs t ten years. The partnership includes a network of more than 200daily flights. Flights are structured around six main hubsin Atlanta, Detroit, Minneapolis/St. Paul, New York and Paris, as well as Delta’sw Cincinnati, Memphis and Salt Lake City basea andAir France’s Lyon hub.
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